Outcomes
The pilot successfully validated demand, operating economics and funding appetite, including securing in-principle agreement for an initial £50m investment.
Crucially, the testing phase also exposed structural sensitivities within the model. Armed with real-world data, the business made a disciplined decision not to deploy capital until risk-adjusted returns met its investment threshold, preserving capital and avoiding potential downside exposure.
Background
Government-backed feed-in tariffs had created a compelling entry point into solar. On paper, the returns were attractive and funding appetite was strong.
However, entering the market required building an entirely new operating model, spanning customer acquisition, installation, asset financing and long-term performance management. The economics depended on tight conversion rates, lender alignment and seamless supply chain coordination.
Before committing significant capital, the business needed to determine whether the opportunity was genuinely scalable, financeable and resilient to downside risk.
Curzon Approach
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Designed the end-to-end operating model, mapping the full solar value chain, from customer acquisition to installation and asset management and identifying the most scalable aggregator structure.
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Built and activated the supply chain, selecting and negotiating with installers, equipment providers, and delivery partners to establish competitive commercial terms.
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Executed a live market pilot, launching a three-month programme to test real customer demand, conversion economics, operational capability and financial viability.
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Structured the funding model, identifying and engaging capital partners to support asset financing and long-term balance sheet development.
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Developed a forward roadmap, positioning Solar PV as a platform for broader micro-generation and renewable energy expansion.
